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2012 Budget - South Suburban Parks and Recreation

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<strong>South</strong> <strong>Suburban</strong> Park <strong>and</strong> <strong>Recreation</strong> District<br />

Mission <strong>and</strong> Goals<br />

<strong>Recreation</strong> Services <strong>and</strong> Facilities Department (continued)<br />

Accomplishments (continued)<br />

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Closed the Rocking Horse Day Care program located at the Sheridan <strong>Recreation</strong><br />

Center after several years of increasing subsides.<br />

Developed new staffing plan for our <strong>South</strong> <strong>Suburban</strong> Ice Arena <strong>and</strong> Family Sports<br />

Center centralizing the management of those to facilities under one Manager.<br />

Centralized all Food <strong>and</strong> Beverage Operations under the Golf Department resulting in<br />

the Avalanche Grill <strong>and</strong> Concession operations at Family Spots now falling under the<br />

direction of the Business Manager in the Golf Department.<br />

Successful continued with the popular class at “I Wanna Drive the Zamboni” <strong>and</strong><br />

exp<strong>and</strong>ed it to the Family Sports Center.<br />

Following a competitive application process our Culture <strong>and</strong> Enrichment program<br />

was again awarded a grant from the Scientific Culture <strong>and</strong> Facilities District.<br />

STAR program received $8,550 from DC <strong>and</strong> PUSH America to exp<strong>and</strong><br />

programming.<br />

Continued work with Lone Tree Citizens advisory committee to exp<strong>and</strong> programming<br />

in the Lone Tree area.<br />

Continued development of the “Kid’s Living Well Initiative” with the introduction of<br />

several new fitness <strong>and</strong> health education programs for children.<br />

Kept ‘going green’ <strong>and</strong> ‘sustainability’ front <strong>and</strong> center <strong>and</strong> on the minds of staff<br />

throughout the year.<br />

Continue Departmental efforts to identify area where expenses could be reduced by<br />

being more efficient <strong>and</strong> /or economical; OR tried to identify areas where we could<br />

produce more revenue <strong>and</strong>/or increase revenue potential.<br />

Promoted cleanliness <strong>and</strong> upkeep of facilities within the District.<br />

Promoted excellent Customer Service with both internal <strong>and</strong> external customers.<br />

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